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Our Digital StrategyDRAFT
2018-2021
CONTENTS
1.0 - Foreword
2.0 - Our Digital Vision
3.0 - Realising the Vision
4.0 - Benefits
5.0 - Approach
5.0 - Our Digital Journey
7.0 - Priority Areas - Digital Themes
8.0 - Conclusion
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1.0 ForewordThis Digital Strategy sets out the shared vision of the London Borough of Sutton and the Royal Borough of Kingston
upon Thames outlining how we will use technology to help us realise our ambitions for the borough. It explores the
opportunities presented by the adoption of new technologies in order to improve the lives of the people that live and
work here as well as businesses and visitors.
There are a number of pressures on Local Government including demographic change, the rising cost of services and to
deliver services with significantly reduced budgets, and higher resident expectations. Whilst the Boroughs have high
levels of connectivity and digital skills we recognise that not everyone has, so we will ensure we continue to offer
phone and face to face to ensure we are inclusive.
An increasing number of places are turning to “smarter” approaches in planning their future, in creating a modern
infrastructure and in delivering services. We are playing an important role in shaping thinking in how innovation can be
harnessed to improve our boroughs. The councils are committed to adopting such “smart city” approaches to cope
with the many challenges ahead and to create new opportunities for business and local communities.
We have spoken to residents, businesses, partners, experts, voluntary sector to gather views from the tech sector,
universities, councils, and community groups.
This strategy sets out how the councils visions have evolved, and underpins and complements the council’s existing
strategies and vision.
Cllr Sunita Gordon , Cllr Jon Tolley,
London Borough of Sutton Royal Borough of Kingston Upon Thames
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2.0 Our Digital Vision and what it meansOur VisionTo engage and empower stakeholders to help provide the services they need through the use of future technologies, making it easier and improving lives.
Improving the Borough through better connectivity.
Our vision is informed by the following principles:
● Shape demand -redirect resources to where
they are most needed
● Engage with communities and businesses –
using digital platforms
● Resilience -delivering fit for purpose
infrastructure for the future
● VFM- delivering cost effective services
● Inclusive (Digital) -included in everything we
do
● Citizen focused - rather than service focus
● Enable self service
Enabled CustomersUsing data and technology to
fundamentally redesign and deliver a service in a different way. Change the
way we connect and communicate with residents to understand their
needs and ambitions.
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3.0 Realising the Vision...
Enabled WorkforceUsing data and technology to enable workforce to be more
agile, flexible and more productive through improved processes and online services,
improve efficiencies and reduce cost
We will realise our vision by:
Enabled CommunitiesUsing data and technology to enable
a Smart Cities approach to encourage growth, automation and
monitoring that work beyond organisational boundaries.
We have also incorporated our work with leading digital colleagues in other London boroughs, both formally through the South London Partnership, Greater London Authority and Government Digital Service to generate opportunities in
innovation, data, technology and infrastructure aligned to the Government's digital agenda.
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4.0 Benefits
Realising our plan will improve our processes and systems to reduce costs
Reducing our costs will help us realise the priorities, actions and activities of
our overall ambitions
Our Digital Strategy will help support and deliver the borough’s
vision to be a Smart Place, enabling the delivery of a number of
benefits to customers and our borough as a place
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4.0 Benefits to our Customers ...
Better use of information & digital technologies our stakeholders will benefit in a number of ways:
● Improved outcomes by redesigning our services with our customers needs in mind:
○ Increased online payments, bookings, reporting and applying
○ Increased self-serve and improved websites including navigation and content
○ Increased collaboration between the councils and their communities via increasing our
communication channels and becoming data-led organisations
● Greater use of open data across all areas of the Council, which will
mean we are more transparent and allowing us to work closer external
providers to improve services.
● Drive out inefficiencies through increased automation in our routine and
transactional activity, allowing staff to focus on actions and providing better
outcomes and operating in more agile way.
● Centralised records of our customers, allowing a single view of data enabling us to
simplify and reduce interactions between customers and different council departments.
This will provide a foundation for the council’s longer term ambition of providing a ‘one touch’
agent with other agencies i.e. the ability to hold a central record of the customer
accessed by a number of agencies.
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4.0 Benefits to our Boroughs
A borough that is better connected through a public network, allowing inter-connectivity between business,
public body organisations, customers, increasing collaboration and attracting more business, creating job
opportunities
Our Smart City strategy is aimed at being a collaborative, connected and responsive borough. Our plan is to use
digital technologies and uses city-wide data to respond to our citizens’ needs. We have already started identifying
the challenges we face in the borough and will improve outcomes for local residents, partners and businesses
such as health/well-being, energy, connectivity, transportation, utilities and others.
Improved flows and interactions between the borough’s public bodies, will
facilitate the smart and strategic use of information and data in order to
develop services that are responsive to the social and economic needs
of communities.
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5.0 Approach ...As we move towards delivering digital services, we need to
redesign how services are delivered from the customer’s
perspective; to become a truly digital council rather than an
online simulation of existing manual processes.
An example, the creation of an online form to trigger a call back
from council, is different from providing a truly digital service. In
a truly digital service, the submission of the form would
automatically trigger the appropriate action, required to fulfil
the customer’s request.
We are currently undergoing a full assessment of our ways of
working, the back office systems and how information is
managed.
Many of the services we provide are physical activities such as
recycling collections or care for vulnerable adults. These may
not be digital products but the processes that enable a resident
to receive these services can become digital to the fullest
extent. These can include online booking of appointments,
digital payments, online application forms and access to
customer profile information.
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5.0 Approach ...We will enable the “digital by design” approach by:
Ensuring that we review all services
from a customer journey viewpoint to
ensure true Digital Transformation
puting users at the heart of the process
Making services accessible online 24
hours a day on any device including
smartphones, tablets etc, so that
applications and payments can be
made at any time, anywhere, in a
way that meet the demands of our
customers
This is keeping pace with other modern businesses and institutions therefore
aligned with our customers’ expectations of access to public services and products,
whilst always being inclusive.
Providing our customers with a
choice to transact online using a
personalised account
Reviewing website content, using web
analytics and statistics to constantly
improve the information. We will
prioritise the most popular transactions
- allowing customers to intuitively find
what they need on the website
Diverting calls away from the contact centre and face-to-face interactions at the Service Points with ease of use for digital services, saving money, time and officer expertise through the implementation of the Customer Access Strategy
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● Digital Strategy approved by Council Members (Kingston, Nov 16. Sutton, July 2017)
● Updated Website enabling more online transactions and improved SOCITM rating
● Initiated a new Smart Cities project designed to identify the challenges we face in both councils. We are
currently trialling three innovative solutions to improve outcomes for local residents, partners and businesses
● We have undertaken a review of the current digital infrastructure which has helped to shape our thinking in
improving connectivity, realising an inclusive broadband provision and enabling a Town Centre Wi-Fi solution
across all main centres in the borough. This will improve digital connectivity and outcomes for current and
future residents, businesses and visitors
● We are in the process of replacing our existing Customer Contact platform with a new Digital Customer
Platform, which is designed to deliver a variety of services for our residents and local businesses, promoting
self-service and a better customer experience
● Implemented a corporate digital content platform to improve communication channels across multiple sites
● Launched a Digital Ambassadors initiative enabling like minded individuals to embed digital change and
increase awareness within service areas, our partners, residents and members
● Complete Digital modernised Libraries across Kingston and Sutton
● Codesigned and delivered 'Connected Kingston' a social prescribing website that aims to help residents feel
more involved in their community, meet new people and make some changes to improve their health and
wellbeing
● Installation of free Wifi in Kingston with Sutton planned as part of the Town Centre masterplan
6.0 Our Digital JourneyWe have already delivered a number of key digital outcomes:
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To make our residents’ and users’ days better through delivering great digital solutions.
7.0 Priority Areas - Digital InitiativesOur digital vision will be delivered by a set of digital initiatives guided by our aforementioned principles.
Our Customers: Residents, businesses and visitors are the ultimate recipients of our services. We will consult and involve in the design of new and upgraded services.
What we have done: We have developed our processes and culture to meet the differing needs of our clients. In designing new solutions, we have considered the requirements of all stakeholders, so that the principle of a single ‘Digital Platform’ can be delivered. Our staff will have a client and customer focus in all their work.
We are reviewing our services across the Council, identifying opportunities for Digital Transformation ensuring we prioritise to support the strategy, ensuring they become digitally inclusive to allow our customers and businesses to interact through the web and increase the ability to self-serve.
What we will do:We want to develop our workforce to ensure the have the skills to be able to use and be innovative with digital technologies. Ensure that the communication between the business and IT is clear and consistent in putting the customer first.
We will communicate and share information regularly, openly and proactively to set expectations with the initiatives we are working and what outcomes they will deliver.
We will continue to enable and support our Digital Ambassadors across both Council’s to drive the innovation and change with all employees and partners.
Innovation & Technology:We will become a leader in digital thinking across all areas of the councils, and increase the digital capabilities of staff right across the businesses. Teams will extend across colleagues and partners to create and support new Digital services together
What we have done: Prioritised and consolidated projects into a single digital programme that is required to deliver the principles of the Digital Strategy and preparing for transformational change in the future
We are committing to invest further in the development of the staff in the Digital & IT service and across the Council, not only in the important technical skills that need to be kept up to date, but in the wider set of commercial and contractual competencies that are required to perform a technical leadership role
What we will do:We will investigate the migration of our on-site data centres to the Cloud to ensure that we are able to be take advantage of the flexibility and resiliency that that offers and free the Councils from being tied to specific buildings.
Availability and resilience become key as we provide more services digitally, adopt flexible working practices, integrate data with our partners, and create a smart city environment. We will provide 24*7 availability and fit for purpose support for our services
We will ensure that our applications are modern and fit for purpose, cloud based where security allows and reliable, commissioning following a Digital Design review to ensure we meet the Customer Journey
EngagementA joined-up set of systems that are designed to work efficiently together is a key goal. We will put in place new cross-cutting IT governance arrangements to ensure that systems and resources are deployed and implemented in a consistent and intelligent wayWhat we have done: We have performed a review of the portfolio and identify the common applications of greatest value that can be shared and standardised across the service
We have established a Digital Design Authority function that becomes an integral part of the overall IT Governance processes, acting as the Technical Design Authority (TDA) for the authorities and owning the Enterprise Architecture
We are using the Government Digital Service, digital design principles, that put the customer at the heart of service design and have engaged customers though work including: Registration Services, Public Health, visitors to Council buildings
What we will do:We will ensure that we embed customer engagement and customer feedback into all areas of the Council’s Digital work, we will consult and engage for all major change work across the Councils
The efficiency, scope and influence of the Digital & IT Shared Service will continue to be developed, as well as members and senior officers to ensure it aligns closely with the ambitions of the councils and their partners
Training is easily accessible across the borough, and is delivering the skills and confidence which people need both to transact digitally, and to work. We will continue the Digital Ambassador scheme across the Councils to ensure our staff and partners have the required digital skills
PartnershipsOur Digital & IT Shared Service will continue to develop partnerships through closer collaboration with existing and new partners in the public, private and third sectors
What we have done: The emerging London Office of Technology and Innovation (LOTI) is intended to drive and share good practice across the city, led by the Mayor’s office. We have joined this development and to align our own IT and digital developments with the other participating boroughs.
We are managing our suppliers and develop stronger links between our organisations to our mutual benefit. In particular, we will aim to to share much more closely in suppliers’ new digital innovations as soon as they emerge, continuously innovating technology with suppliers to deliver improved outcomes.
Continue to work with partners within the South London Partnership to maximise the use of data and systems for the benefit of the area.
What we will do:Work with partners to create a connected community, with faster broadband, wifi, mobile coverage, shared infrastructure. Close working with our partners, businesses, university and residents to understand local needs and challenges, and to help us identify/develop innovative solutions.
We will create and drive forward work focussed on joint working with health and the third sector, liaising with colleagues in other agencies to develop both short-term and longer-term solutions that will support and enable this way of working.
Data & InformationInformation is the councils’ most valuable asset. We aim to organise it reliably, accessible and securely so that it can be exploited to improve decisions and to drive innovation and automation.What we have done: We have implemented an integrated and coordinated approach to Information Management that is aimed at enabling the organisations to exploit their information and knowledge to better achieve their objectives. By managing information as an asset, maintaining it regularly and to agreed quality standards, we will be able to improve the value that the organisations can get from their information resources, leading to well-informed decisions and actions through good data, reporting and dashboards.
What we will do:We will implement suitable systems, processes, interfaces and platforms to enable the councils to manage and publish their information easily and effectively.
We will be more open and transparent with data across the Council, developing our open data portal to allow residents to access data in relation to information including: health, education, environment, council spending, and contracts.
We shall develop close relationships with counterparts in partner organisations such as the NHS and the third sector to agree common shared collaboration tools and practices based on industry standards.
We will recognise investments in open data, open standards, and open software as an investment in the public good by enabling code and tools to benefit the wider community. We will share data by default to encourage open innovation and published APIs will be required of our suppliers.
We will develop the skills required to ensure that we are getting the best value from our data and enable us to turn it into information, insight and intelligence.
A Digital PlatformWe will create a Digital Platform, hosted in the ‘cloud’ and running the latest applications in a reliable, flexible and resilient way. The platform is software that underpins all future council services, and will provide clarity, responsiveness, consistency and security for our customers.What we have done:We are ensuring strong governance of of our shared platform for the benefit of all clients, with common clear and consistent policies and processes making life easier for all. We are sharing network capacity for the benefit of all clients, reducing costs significantly compared with dedicated links.What we will do:We will deliver a Customer platform that will enable customers to book, pay, report and apply for services, quickly and easily at times that suit them. Enable customers to have a better end to end journey, track progress and enable the Council to communicate easier.
We will ensure the highest standards of security while creating a flexible, efficient open platform that will reduce overall costs for the boroughs and their partners. We will build once and reuse where we can across our environment.
We will work to establish an ‘Internet of Things’ network and review use cases for service delivery including: parking/transport; street lighting; creation of new data; security; independent living; independent travel; supporting economic growth and business retention.
We will complete our adoption of Google G-Suite and continue to reap the flexibility and collaboration benefits of the applications. We will operate as Google First in our approach and push to increasingly integrate the suite with our line-of-business systems.
As services are increasingly delivered securely but more cheaply and conveniently in the ‘cloud’, we will grasp those opportunities, and it will quickly become our default delivery method. To create economies of scale, we will share our Digital Platform and services with partners, especially public and third sector
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8.0 Conclusion ...
We are excited about the opportunity to set out the challenges and Initiatives for a new Digital Strategy across Sutton and Kingston.
As leaders and advocates in the delivery of digital government, we believe that our learning and insights can help transform government, build long term foundations, unlock growth and help lives everyday.
We have a responsibility to our residents and local communities to play an important role in the delivery of digital government.
Cllr Sunita Gordon , Cllr Jon Tolley,
London Borough of Sutton Royal Borough of Kingston Upon Thames